Decision management in healthcare and its relations to BPM is very interesting topic. There are at least two aspects complicating timely and precise decisions in medical field. First, it is objective complexity of medicine making it immensely difficult to deduce right decisions from available facts. Secondly, dispersed information and insufficient awareness of medical professional about [...]
Petri nets are a BPM notation. Unlike many other BPM notations, Petri nets have an exact mathematical definition of their execution semantics, with a well-developed mathematical theory for process analysis. For this reason, they are popular in academia. Probably for the same reason, they are rarely used in practical BPM modeling, apart from very specific [...]
Technology. On most fundamental level, BPM consists of knowledge and technology. Technology is a way to accumulate, store and implement (execute) the knowledge. Technologies are superseding one another and quickly getting obsolete in ever accelerating cycles of technical revolutions, while the knowledge is a fundamental asset, which only grows in value with time. Basic laws of [...]
Visio is among primary process mapping tools, especially in small companies, although it is rarely mentioned even by Microsoft itself. Definitely, extending Office365 in this direction will incredibly simplify adoption of BPM by SMBs. There is subtle and easy to miss boundary where ad-hoc processes of a successful SMB are requiring streamlined BPM refactoring to [...]
Is "AI-enabled automation" making a threat to process modeling? I see situation exactly opposite. AI is a shaky and extremely risky ground, especially, it part of insufficient modeling. Take, e.g. a neural network: several layers, complex training rules, unknown stability in regard to multiple inputs going outside of a training set. In essence, nobody can [...]
A model is generally not intended for execution but rather for implementation. There is a definite difference between a model and a process, which is normally expected to be executable. A process is a special type of model. Model is more generic term than process. It is incorrect to think that BPM deals exclusively with [...]
Processes have distinct difference from data. Data represent a static view of an IT system, while processes express system dynamics. Dynamics is substantially more complex than the data, on which it relies. Quality data does not necessary mean quality processes built upon them and efficient system integration. Integration of data is necessary but not sufficient [...]
Integration of processes is the primary mission of any BPM initiative. Disintegrated processes are inherently purely coordinated and not possible to align. Therefore, efficiency of processes can be achieved only as a logical consequence of process integration. Integration is an essential precondition to achieve process efficiency. Both these aspects of processes naturally coexist and cannot [...]
IT exists in a form of platforms. Bigger organization is - more platforms it uses. In large organizations count of distinct platforms goes on thousands. It is not a result of poor IT planning but an objective reality and diversity of business areas. Many platforms might look as “legacy”, especially for a newcomer consultant seeking [...]
BPM exists in every company, even a smallest one. However, it is not always recognized or acknowledged as such. Because small companies significantly outnumber larger ones, BPM in small companies is most wide spread and demanded kind of BPM. BPM projects in small companies have a small or even zero budgets. For this reason these [...]